To study the effect of protean careers on talent retention, operationalized as the intention to quit, this study explores two pathways between protean career orientation and intention to quit: a direct pathway, and an indirect pathway via organizational commitment and job satisfaction. The study draws upon a sample of 306 talented workers selected from 17 Spanish and Mexican multinational organizations. Protean orientation should be expected to be widespread among talented individuals which might represent a threat to those that seek to develop and retain highly valued employees. We found that highly protean talented individuals show higher organizational commitment and higher job satisfaction, but contrary to expectations do not show a higher intention to quit. The total effect of protean career orientation on intention to quit is shown to not be significant because the positive direct effects are neutralized by negative indirect effects. The results help complement current knowledge of protean careers and a better understanding of organizational attitudes in the protean career context will help practitioners to show the importance of avoiding stereotyping talented employees based on a protean orientation as they do not comprise an extra risk for the organization in terms of commitment and turnover intention.
Although protean and boundaryless career orientation have been seen mainly as different yet related constructs, a recent meta-analysis suggests a reconsideration of this career concept structure into a distinction between two independent dimensions of "proactive career orientation" (including sub-dimensions "self-directed", "values driven", and "boundaryless mindset") and "physical mobility preferences" (including sub-dimension "organizational mobility preference"). To examine whether or not this new proposed structure is sustained we analyze the dynamics between the boundaryless career orientation (using with subdimensions "boundaryless mindset" and "organizational mobility preference") and attitudinal outcomes of organizational commitment, job satisfaction, turnover intention and pay satisfaction. The results provide empirical validation for the propositions in the meta-analysis, not only regarding career concept structure but also its dynamics. They confirm areas of similarity of "boundaryless mindset" and protean dynamics but also important differences between these dynamics for employees with a mobility preference.Boundaryless mindset employees are more intrinsically motivated and proactive in developing their career. Those having high organizational mobility preference are more extrinsically motivated and reactive when facing organizational and environmental determinants. The results show that a "traditional" boundaryless career orientation is a two-sided coin and organizations need to differentially manage the diverse profiles of a boundaryless careers.
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